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Feeding America (formerly America's Second Harvest);
This report presents information on the clients and agencies served by America's Second Harvest of Tampa Bay. The information is drawn from a national study, Hunger in America 2010, conducted in 2009 for Feeding America (FA) (formerly America's Second Harvest), the nation's largest organization of emergency food providers. The national study is based on completed in-person interviews with more than 62,000 clients served by the FA national network, as well as on completed questionnaires from more than 37,000 FA agencies. The study summarized below focuses on emergency food providers and their clients who are supplied with food by food banks in the FA network.Key Findings: The FA system served by America's Second Harvest of Tampa Bay provides emergency food for an estimated 409,700 different people annually.37% of the members of households served by America's Second Harvest of Tampa Bay are children under 18 years old (Table 5.3.2).22% of households include at least one employed adult (Table 5.7.1).Among households with children, 93% are food insecure and 58% are food insecure with very low food security (Table 18.104.22.168).58% of clients served by America's Second Harvest of Tampa Bay report having to choose between paying for food and paying for utilities or heating fuel (Table 6.5.1).37% had to choose between paying for food and paying for medicine or medical care (Table 6.5.1).36% of households served by America's Second Harvest of Tampa Bay report having at least one household member in poor health (Table 8.1.1)America's Second Harvest of Tampa Bay included approximately 598 agencies at the administration of this survey, of which 182 have responded to the agency survey. Of the responding agencies, 158 had at least one food pantry, soup kitchen, or shelter.86% of pantries, 77% of kitchens, and 67% of shelters are run by faith-based agencies affiliated with churches, mosques, synagogues, and other religious organizations (Table 10.6.1).Among programs that existed in 2006, 83% of pantries, 70% of kitchens, and 75% of shelters of America's Second Harvest of Tampa Bay reported that there had been an increase since 2006 in the number of clients who come to their emergency food program sites (Table 10.8.1).Food banks are by far the single most important source of food for agencies with emergency food providers, accounting for 75% of the food distributed by pantries, 58% of the food distributed by kitchens, and 44% of the food distributed by shelters (Table 13.1.1).As many as 98% of pantries, 88% of kitchens, and 77% of shelters in America's Second Harvest of Tampa Bay use volunteers (Table 13.2.1).
The Intensive Partnerships for Effective Teaching initiative, designed and funded by the Bill & Melinda Gates Foundation, was a multiyear effort to dramatically improve student outcomes by increasing students' access to effective teaching. Participating sites adopted measures of teaching effectiveness (TE) that included both a teacher's contribution to growth in student achievement and his or her teaching practices assessed with a structured observation rubric. The TE measures were to be used to improve staffing actions, identify teaching weaknesses and overcome them through effectiveness-linked professional development (PD), and employ compensation and career ladders (CLs) as incentives to retain the most-effective teachers and have them support the growth of other teachers. The developers believed that these mechanisms would lead to more-effective teaching, greater access to effective teaching for low-income minority (LIM) students, and greatly improved academic outcomes.Beginning in 2009–2010, three school districts -- Hillsborough County Public Schools (HCPS) in Florida; Memphis City Schools (MCS) in Tennessee (which merged with Shelby County Schools, or SCS, during the initiative); and Pittsburgh Public Schools (PPS) in Pennsylvania -- and four charter management organizations (CMOs) -- Alliance College-Ready Public Schools, Aspire Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities (PUC) Schools -- participated in the Intensive Partnerships initiative. RAND and the American Institutes for Research conducted a six-year evaluation of the initiative, documenting the policies and practices each site enacted and their effects on student outcomes. This is the final evaluation report.
Committee for Economic Development;
In 2009 the Committee for Economic Development called on district and state education officials to revamp the way that teachers are paid. New compensation systems are needed to attract highly qualified individuals into teaching under labor market conditions that have changed substantially since the typical framework for teacher salaries was adopted.
Public Education Network (PEN);
Funded by the New York Life Foundation from 2003-2005, Revitalizing High School Libraries (RHSL) was a pilot program that allowed Public Education Network (PEN) and its member local education funds (LEFs) in Minneapolis, San Francisco and Tampa to update and refurbish library media centers in four high schools. The high schools are: Washburn High School and Roosevelt High School in Minneapolis; Robinson High School in Tampa; and Mission High School in San Francisco. In this issue of Adolescents Read!, we report what students at these schools are saying about the impact that RHSL is having on their experiences with reading and studying. We close with some online resources that students at the four high schools recommend.
Provides a summary of Seedco's experience in social enterprise, with an assessment of their Nonprofit Venture Network. Outlines the program's successes and challenges, and provides a primer for organizations considering starting a social purpose business.
Offers an in-depth analysis of eight community-based human service and youth-serving nonprofit organizations that received assistance from Seedco's Nonprofit Venture Network to develop their capacity to launch social purpose businesses.
Council of Great City Schools;
In the fall of 2012, the Council of the Great City Schools launched a two-part study of the ways principal supervisors are selected, supported, and evaluated in major school districts across the country. The first part involved a survey administered to district staff serving as principal supervisors in the fall of 2012. The second part of the study involved site visits to the six districts participating in The Wallace Foundation's Principal Pipeline Initiative -- Charlotte-Mecklenburg Schools, Denver Public Schools, Gwinnett County Public Schools, Hillsborough County Public Schools, the New York City Department of Education, and Prince George's County Public Schools. This report provides a summary of findings from both the survey and site visits. Part I presents a description of the organizational structure and general features of the various principal supervisory systems, including the roles, selection, deployment, staffing, professional development, and evaluation of principal supervisors, as well as the preparation, selection, support, and evaluation of principals. Part II provides recommendations for building more effective principal supervisory systems. Based on the survey results and observations from the site visits, these recommendations identify those structures and practices that are most likely to result in stronger school leaders and higher student achievement.
National Commission on Civic Investment in Public Education;
A national commission comprised of top education and philanthropic leaders is calling with new urgency for an increase in the nation's commitment to and civic investment in public education. An Appeal to All Americans also represents the first national and independently authored report to outline standards of practice for public and local education funds.As federal and state governments make dramatic cuts to public education funding, the independent National Commission on Civic Investment in Public Education urges the public to redouble its efforts to ensure that the nation's public schools provide a high-quality education for all young people.The Commission, created by Public Education Network (PEN), was charged with making a renewed case for civic investment, highlighting the work of organizations that can build and channel that investment, and developing standards for the rapidly-rising number of citizendriven, local public education assistance organizations - local education funds (LEFs), school foundations, etc. - working throughout our nation to improve public schools.
Policy Studies Associates, Inc.;
This report, the second in a series, describes early results of Wallace's Principal Pipeline Initiative, a multi-year effort to improve school leadership in six urban school districts. The report describes changes in the six districts' practices to recruit, train and support new principals. It also offers early lessons for other districts considering changes to their own principal pipelines.
Policy Studies Associates, Inc.;
Six urban school districts received support from The Wallace Foundation to address the critical challenge of supplying schools with effective principals. The experiences of these districts may point the way to steps other districts might take toward this same goal. Since 2011, the districts have participated in the Principal Pipeline Initiative, which set forth a comprehensive strategy for strengthening school leadership in four interrelated domains of district policy and practice:Leader standards to which sites align job descriptions, preparation, selection, evaluation, and support.Preservice preparation that includes selective admissions to high-quality programs.Selective hiring, and placement based on a match between the candidate and the school.On-the-job evaluation and support addressing the capacity to improve teaching and learning, with support focused on needs identified by evaluation.The initiative also brought the expectation that district policies and practices related to school leaders would build the district's capacity to advance its educational priorities. The evaluation of the Principal Pipeline Initiative has a dual purpose: to analyze the processes of implementing the required components in the participating districts from 2011 through 2015; and then to assess the results achieved in schools led by principals whose experiences in standards-based preparation, hiring, evaluation, and support have been consistent with the initiative's requirements. This report addresses implementation of all components of the initiative as of 2014, viewing implementation in the context of districts' aims, constraints, and capacity.
The Wallace Foundation;
At one time, finding an assistant principal for a public school in Denver entailed a search through "a gajillion résumés," in the words of one local school district administrator. Even then, some ideal candidates likely fell through the cracks. Those days are over, owing to the development by Denver Public Schools of a "leader tracking system," a database of information about the training, qualifications and performance of principals and aspiring principals.This Story From the Field examines how Denver and five other school districts have constructed and are using these systems as they seek to better train, hire and support school principals. All six districts are taking part in the Principal Pipeline Initiative, a Wallace Foundation-funded effort to help the school systems develop a large corps of strong school principals and generate lessons for the field.In addition to aiding district officials in identifying strong principal and assistant principal candidates and matching them to the right schools, the leader tracking systems are helping in efforts to forecast job vacancies, pinpoint principal training topics and spot potential principal mentors. The districts are also beginning to use the systems to share aggregate information about the performance of principals with the preparation programs from which the principals graduated.The publication makes clear that developing a leader tracking system takes time and effort. It describes, for example, how determining what information to collect, and then finding it, proved to be a key but time-consuming task, not least because essential data could be housed in different niches of the school bureaucracies.
The Pew Charitable Trusts;
The Great Recession created fiscal challenges for the 30 cities at the centers of the nation's most populous metropolitan areas that continued well past the recession's official end in June 2009. For most of these cities, the fiscal brunt was borne later than for the national and state governments and recovery has been slow. Cities dealt with fiscal strain in a variety of ways: dipping into reserve funds, cutting spending, gaining help from the federal or state governments, and increasing revenue from tax and nontax sources. Although these strategies offered short-term solutions, many cities still faced declining revenue in 2011, the consequence of reduced spending, shrunken reserves, and rising pension and retiree health care costs. Property taxes, which can be slow to respond to economic swings, helped delay the early fiscal effects of the Great Recession for most of these cities, but they began to decline in 2010, reflecting a deferred impact of the housing crisis. This trend was compounded by increasingly unpredictable aid from states and the federal government that were dealing with their own budgetary constraints. Researchers from Pew standardized data from the Comprehensive Annual Financial Reports from 2007 through 2011, the latest year of complete data available, for all of these 30 cities. This report examines key elements of each city's fiscal conditions, including revenue, expenditures, reserves, and long-term obligations, and adjusted them for inflation to facilitate comparison across the years. These adjustments allow insight into fiscal trends across cities and over time. Direct comparisons between cities may be limited, however, by differences in cities' tax structures and the range of services each city provides